Imagine you go outside in an extremely warm environment. Once your body gets too hot, your body has a very sophisticated mechanism for signaling and recovery.
It starts to produce sweat, which helps your body to cool down. Or in other words, sweat helps your body as part of self-regulation. These reactions are automatically triggered when your body tends to lose the desired balance.
Any human is a system: a unit that is composed of several parts, which as a whole have added value.
Living systems interact with their environment and are focused on maintaining their status quo, they take care of self-regulation. Other examples of systems can be find in nature, or in groups of individuals such as your family or your organization.
Any problem is a solution for something different.
Organizations are systems too; they interact with their environment and are an organized collection of parts integrated to achieve an overarching goal. They follow their own regularity.
When you take a systemic standpoint towards organizational challenges, you are taking an atypical perspective. A perspective that goes beyond the regular approach of analyzing the details and the problem at hand. You are focused on understanding the symptoms and the challenge in context of its surroundings.
A systemic standpoint is particularly useful for organizational patterns that keep on revolving. For example, hiring the 3rd manager in 4 years since the performance and/or culture of the team seem to be inert. The disruption seems to continue, even though different people have taken the role.
Utilizing a systemic standpoint to address these “unsolvable” organizational challenges, helps to create motion or stimulate “illogical” interventions.
From a systemic standpoint, you have to account for the following 3 principles when addressing organizational challenges:
- Inclusion; everyone has an equal right on their own place. This means that no one or nothing is left out or forgotten. Note that inclusion is not agreeing.
- Order; all parts take the right place and the responsibility that comes with that place.
- Exchange between giving and taking; there should be a balance in exchange between giving and taking. A loss of balance can lead to burn out, people leaving or high percentage of absenteeism.
If you want to experiment with the systemic standpoint, ask yourself the following question:
For what problem is this the solution?
If you are curious to know how a systemic standpoint can help you and your organization, feel free to contact me.
Imagine you go outside in an extremely warm environment. Once your body gets too hot, your body has a very sophisticated mechanism for signaling and recovery.
It starts to produce sweat, which helps your body to cool down. Or in other words, sweat helps your body as part of self-regulation. These reactions are automatically triggered when your body tends to lose the desired balance.
Any human is a system: a unit that is composed of several parts, which as a whole have added value.
Living systems interact with their environment and are focused on maintaining their status quo, they take care of self-regulation. Other examples of systems can be find in nature, or in groups of individuals such as your family or your organization.
Any problem is a solution for something different.
Organizations are systems too; they interact with their environment and are an organized collection of parts integrated to achieve an overarching goal. They follow their own regularity.
When you take a systemic standpoint towards organizational challenges, you are taking an atypical perspective. A perspective that goes beyond the regular approach of analyzing the details and the problem at hand. You are focused on understanding the symptoms and the challenge in context of its surroundings.
A systemic standpoint is particularly useful for organizational patterns that keep on revolving. For example, hiring the 3rd manager in 4 years since the performance and/or culture of the team seem to be inert. The disruption seems to continue, even though different people have taken the role.
Utilizing a systemic standpoint to address these “unsolvable” organizational challenges, helps to create motion or stimulate “illogical” interventions.
From a systemic standpoint, you have to account for the following 3 principles when addressing organizational challenges:
- Inclusion; everyone has an equal right on their own place. This means that no one or nothing is left out or forgotten. Note that inclusion is not agreeing.
- Order; all parts take the right place and the responsibility that comes with that place.
- Exchange between giving and taking; there should be a balance in exchange between giving and taking. A loss of balance can lead to burn out, people leaving or high percentage of absenteeism.
If you want to experiment with the systemic standpoint, ask yourself the following question:
For what problem is this the solution?
If you are curious to know how a systemic standpoint can help you and your organization, feel free to contact me.
